Publish in OALib Journal
APC: Only $99
Individual differences and coping skills have influential impacts on stress process by influencing the eventual outcomes of the stressors, contributing to either wellbeing, or illness and negative experiences. The aim of this paper is to explore the individual differences and coping strategies of a cohort of women with health professionals’ occupational pressure. This is a cross-sectional survey, informed by the transactional model of stress and coping framework, and carried out on women health professionals (n = 203) from the Kuala Lumpur Hospital. Multiple regressions were conducted to examine the potential moderators of stress. Women Health Professionals reported stress with six out of eight organizational sources of pressure, with relationship being a key stressor. Their individual differences (mean + SD) were characterised by low drive (7.6 + 1.9-8.2 + 2.0), low personal influence (10.8 + 2.0 to 11.7 + 2.3), moderate control (13.4 + 3.4 to 16.3 + 2.4), and high impatience behaviour (19.1 + 3.8 to 20.4 + 3.3). With Coping strategy, the Life-work-balance coping is a significant positive predictor for five out of the nine outcomes of occupational pressure [state of mind (p < 0.001), level of resilience (p = 0.01), level of confidence (p = 0.003), physical symptoms (p = 0.001) and energy level (p < 0.001)]. The findings show relationship as a key stressor, with a less favourable pattern of individual-differences and an over-reliance on lifework balance coping. Female health professionals, stressed at work, have an undesirable profile of individual difference and a coping strategies, suggestive of attempts to balance the demands of their dual work role. The increasing female into the workforce, warrants more research to inform stress management guideline to ameliorate stress amongst those vulnerable workers. Future studies to examine individual differences of these female-dominated professions across health setting are needed to better inform the pressure-at-work issues for the increasing Asian women health professionals.
China is a country that does not stand still. The nation has been on the move since the launch of her reform and opening-up policy in Chinasome 30 years ago. From the infrastructural projects to the look of her people, there is no doubt that great change is taking place. Many entertain the hope that the change this time is for real: China will come out in this process a different country. Some even venture to propose that “China Model” has appeared as a challenge to “Washington Consensus”. What about the world of Chinese managers? What changes of Chinese managerial styles did we find in these years? This study will attempt to answer these questions as it tries to ascertain the key driver of this managerial style—the managerial assumptions of the Chinese managers. This analysis will attempt to sketch a Chinese managerial style and propose a set of assumptions that could be shaping this style. The different sources of influence that have come to shape the Chinese managerial assumptions since China launched her economic reform in 1978 would be of particular interest in this adventure. Accordingly, several propositions of Chinese managerial assumptions will be suggested for future research.